Title: Leadership in Victim Services, Chapter 5. Essential Skills for Leaders:
Facilitation of Change
Series: National Victim Assistance Academy Advanced Topic Series
Authors/Editors: Anita Drummond, Carroll Ellis, Melissa Hook, Morna
Murray, and Anne Seymour for the National Victim Assistance Academy.
Sponsored by the U.S. Department of Justice, Office for Victims of Crime, in
conjunction with Victims' Assistance Legal Organization (VALOR), California
State University-Fresno, National Crime Victims' Research and Treatment
Center at the Medical University of South Carolina, University of New Haven,
and Washburn University
Published: June 2002
Subject: Organizational leadership
32 pages
73,728 bytes
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Table of Contents
Chapter 5. Essential Skills for Leaders: Facilitation of Change
o Introduction
o Change as a Driving Force for Victims' Rights and Services
o General Assumptions about Change
o Guiding Principles for Facilitating Change
o Factors Affecting Change
o Threats to Change
o Resistance to Change
o Typical Early Reactions to Change
o The Strong Change Agent
o The Tipping Point
o Change Facilitation Techniques and Tools
o The Challenge of Change for the Future of the Victims' Rights Discipline
o Respect For The Past, Vision For The Future
o Conclusion
o References
o Additional Reading
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This project was supported by Grant Number 95-MU-GX-K002(S-5)
awarded by the Office for Victims of Crime, Office of Justice Programs, U.S.
Department of Justice. The Assistant Attorney General, Office of Justice
Programs coordinates the activities of the following program offices and
bureaus: Bureau of Justice Assistance, Bureau of Justice Statistics, National
Institute of Justice, Office of Juvenile Justice and Delinquency Prevention, and
the Office for Victims of Crime. Points of view in this document are those of
the author and do not necessarily represent the official position or policies of the
U.S. Department of Justice.
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Chapter 5. Essential Skills for Leaders: Facilitation of Change
Abstract
The discipline of victims' rights and services has witnessed significant changes
since its inception thirty years ago. The ability to anticipate and facilitate
change--and to grow positively from the experience of change--are vital skills
for leaders, and affect how an organization will adapt to both uncertainty and
opportunities. When leaders successfully manage change, they create positive
opportunities for their organizations, staff, and allied professionals as well as for
themselves.
Learning Objectives
Upon completion of this chapter, students will understand the following
concepts:
o General assumptions about change as a driving force in the discipline of
victims' rights and services.
o The internal and external factors that affect change, and how to address
threats and resistance to change.
o Qualities needed for a strong "change agent."
o Change management techniques and tools.
Introduction
(This chapter is updated from "Change Management" written by Anne Seymour
in 1998 and published in the Promising Practices and Strategies in Technology
to Benefit Victims, published by the National Center for Victims of Crime with
support from U.S. Department of Justice, Office for Victims of Crime.)
To improve is to change; to be perfect is to change often. --Winston Churchill
If there is one thing leaders can count on facing, it is change. The world is
changing by the minute and it is imperative that leaders have the courage,
flexibility, and resources necessary to guide and facilitate their co-workers and
organizations through the virtual nonstop wave of change that is an essential and
unstoppable component of everyday life. Change can take place within an
organization in the form of budget cuts, personnel changes, or changes in the
leadership structure. Change can occur from without through changes in the
economy, developments or breakthroughs in work related to the organization's
mission and goals, or a reduction in funding for projects or positions. The
potential sources of change are limitless, but the way change is handled and
facilitated can be steadfast, consistent, reassuring, and positive. An absolutely
crucial role of any leader is to set the pace for how change, of any type, will be
handled by the individuals s/he is leading.
The victims' rights discipline is all about change. Just a quarter of a century ago,
victim services were virtually non-existent. Three organizations were founded in
1972 in San Francisco, St. Louis, and Washington, DC, to change how victims
were viewed and treated by the justice system. It is a tribute to the resiliency of
this discipline that all three pioneering organizations are not only in existence
today, but also remain strong and determined to continue their efforts to help
crime victims.
In the early 1970s, there were few entities devoted to promoting victims' rights
and services. Today, there are over 10,000 in communities large and small
across the nation. During this same period, there were a handful of laws that
defined and protected victims' rights. Today, there are over 30,000 statutes on
the books at both the state and federal levels, which specify victims' rights and
define victim assistance within the criminal and juvenile justice systems and in
communities. Attitudes that twenty-five years ago blamed victims for their
crimes have been significantly altered, resulting in attitudes that focus blame
appropriately on the offender who chose to harm another person. Each year
supportive services are provided to the countless individuals and communities
who are victimized by crime and delinquency.
Change as a Driving Force for Victims' Rights and Services
The victims' rights discipline has not only adapted to significant change but,
indeed, has propelled it. An historical assessment of the field shows little
planning or change management in the early days. Individuals were driven by
personal pain and indignity--what one longtime victim advocate calls "the power
of the personal story." National associations (e.g., Mothers Against Drunk
Driving, Parents of Murdered Children, the National Center for Missing and
Exploited Children, and the National Center for Victims of Crime) grew rapidly
out of grassroots efforts that resulted from a single crime in which victims were
treated poorly or ignored,. Ad hoc coalitions formed around specific victim-
related issues, such as domestic violence and sexual assault, then grew into
public policy and education initiatives that form the crux of victims' rights today.
However, such drastic change was not without its negative side effects:
o Professionals and volunteers burnt out early and left the field.
o Well-meaning grassroots organizations--"all heart and little structure"--
opened and then closed their doors.
o Competition for limited funding abounded.
o Relationships and partnerships were fractured, some permanently.
o Disagreements about the best approaches for victims' rights and services--in
terms of both legislation and service delivery--were common.
Aid for Victims of Crime Executive Director Ed Stout notes that change within
the discipline of victims' rights and services has occurred in two different ways:
1. Planned changes: The creation of the victim impact statement in 1976 by
then-Chief Probation Officer James Rowland of Fresno to give victims a voice
in sentencing hearings; the nationwide movement to pass state constitutional
amendments; the legislative initiatives that began as a good idea in one state and
quickly swept to passage in other states.
2. Unplanned changes: The victim services and programs that are initiated
primarily because of new grant funds available; the initiatives that result from a
high-profile victim case that generate the introduction of new laws or the
creation of new direct services.
Stout maintains that "the 30 years of history in our field has taught us that we
can be a powerful, constructive force for change, if we plan it and take control
of it, but not if we let it happen and react to it after the fact."
In the 21st century, victims' rights and services are neither a passing "fad" nor a
rebel movement. Instead, with its roots deeply imbedded in the grass roots of
action and activism, and an infrastructure supported by laws and ongoing
funding resources, the victims' rights discipline in the United States is becoming
institutionalized. Significant initiatives today focus on strengthening existing
efforts, entities, and partnerships that improve victims' rights and services, while
harnessing the power of additional individuals and innovations to meet the ever-
increasing needs of victims and witnesses of crime.
The "individuals" are professionals and volunteers--including victims of crime--
who join forces to make a positive difference in crime prevention, victim
assistance, crime control, and community safety. The "innovations" consist of
new approaches that make the job of victim assistance and support easier and
more manageable; new partnerships that recognize tremendous common
ground in victim assistance and community safety; and new technology that
improves management information, expands victim and public awareness, and
enhances victims' rights such as notification, restitution, protection, and input.
While there are considerable inherent benefits in the new approaches,
partnerships, and technologies that benefit victims of crime and those who serve
them, there are also significant challenges--how to identify and overcome the
barriers to planning and implementing new, collaborative, and creative initiatives
that help crime victims while increasing the benefits to victims, agency
professionals, the criminal and juvenile justice systems, and the public. This
process is called change management.
While this discipline has successfully created and, in some instances, forced
considerable, positive change to occur, the combination of people,
partnerships, and technology offers opportunities to increase both the speed
and scope of future change. Managing such change in a consistent, systemic
manner, however, is a skill that must be studied and honed.
General Assumptions about Change
There are six general assumptions about change that are relevant to victim
advocates and allied professionals:
1. The rapid nature of change within the fields of victim assistance, criminal and
juvenile justice, and allied professions has significant implications for victim-
serving agencies. While some changes sought by the victims' rights discipline
seem to take forever to make (for example, the fifteen-year effort to pass a
federal constitutional amendment), more often change occurs quickly and often
spreads in epidemic proportions. When researching and designing new
innovations in victim assistance--such as laws, technological applications, or
promising practices--victim service providers must keep apprised of current
research, assessments, and evaluation data that are relevant to the long-term,
rather than simply seeking "quick fixes" to current problems.
2. Change is most often viewed in how it will affect or improve processes.
What is erroneously overlooked is the effects of change on people. The
processes of change simply provide tools that enhance the capabilities of human
beings. The often mind-boggling changes that new approaches, new
partnerships, and new technology can bring affect the people whose efforts they
augment. When organizations focus solely on processes, and ignore the people
affected by the changes (who often are responsible for enacting new
processes), they are doomed to failure.
3. Change is not linear. Change is most often multi-tiered, complex, interactive
with, and dependent upon a variety of forces (both internal and external to
individuals and agencies). Victims' rights and services have never operated in a
vacuum. The interdependencies among victim advocates, justice professionals,
community representatives, public policy makers, and other key stakeholders
all contribute to this discipline's success and, in some cases, its failures. The
change an individual or entity is going through must be placed in the larger
context of other changes that simultaneously occur (some of which may be
related, and others that are not).
4. Often, when agencies focus on change through new approaches,
partnerships and/or technology, they ignore other changes that are occurring
within the organizational context that can affect the "change of focus." The
changes brought through new innovations can have unexpected "side effects" in
personnel, programs, and policies. Unless these subsequent changes are
validated and addressed in a timely manner, the change of focus may be
challenged.
5. Change is consistent and constant. For change to be facilitated, the change
agents and processes must also be consistent and constant. Essentially, change
is seldom a short-term process. It requires consistency and adaptability from
both managers and staff, with an eye toward "the long term" that is clearly
articulated by a mission and vision.
6. Change must be articulated in advantages and benefits for the individual, the
organization, and the discipline of victims' rights. In most cases, agency
administrators and leaders in new partnerships and programs have a clear vision
for what they hope to accomplish. Yet--unless this vision is validated and
shared by agency staff and key stakeholders, it will rightfully be challenged.
Guiding Principles for Facilitating Change
Change management consultant and author David Hutton believes that "in
supporting change, the game plan is important, but many decisions are required
day by day that can help make or break the process. The figure below
highlights key principles for facilitating change identified by Hutton (1997, 9-
10):
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Factors Affecting Change
In order to facilitate change, knowledge about factors that directly affect change
is essential to success. These can usually be segmented into external factors and
internal factors.
The key to effective change management is to understand and incorporate all
identified factors affecting change into research, planning, implementation, and
evaluation processes. It is also essential to identify factors that are manageable
only through collaboration with other entities (external factors), along with those
that occur within an organizational context (internal factors).
EXTERNAL FACTORS AFFECTING CHANGE
o Development of or revisions in state laws, judicial rules, and interagency
policies or agreements are often needed to evoke change, and must be
identified and addressed in the early planning stages. Indeed, laws, rules, and
policies often form the very foundation of change. An entity's time line for
change can be thrown off course if it is necessary to institutionalize such change
through legal or policy processes.
o There are countless applications of interesting innovations that may or may
not fit an agency's needs. Some ideas or programs look and sound good, but
are not entirely applicable to the problem(s) an agency is trying to address.
Extensive research (which takes time) is needed to match an organization's
current and projected needs with change applications; it must be determined if
the new program or approach is relevant and/or adaptable to meet not only
existing, but changing needs.
o Some victim service providers have had limited experience dealing with the
core requirements of change, which can include research, evaluation,
assessment, strategic planning, and formation of ongoing partnerships.
Some allied partners who are necessary for change to occur--such as justice
professionals, mental health providers, schools, the faith and business
communities, and community members--may have limited knowledge of victim
issues, and require information and education about the myriad topics related to
the change that is seeking to be achieved.
o Other agencies with which an entity must integrate to implement change can
pose a challenge to its implementation. For example, if a victim service agency
is seeking to improve restitution management, it will rely on law enforcement to
inform victims of their right to restitution; prosecutors to request restitution and
victim/witness professionals to help victims document losses; judges to order
restitution; probation to include restitution in pre-sentence investigation reports,
and manage the collection and disbursement of payments; and offenders to be
informed of their obligation to pay restitution as a component of accountability.
When other agencies are required to provide or share information and data
applicable to a new initiative, several issues need to be addressed:
--Who "owns" the data?
--Who has access to the data (which is especially significant in addressing
victim and/or offender confidentiality issues)?
--Do common data elements exist for the purposes of technological
applications, or must they be developed?
--Are there policies and procedures to guide information sharing and integrated
systems?
o The level, types, and scope of funding available to research, develop,
implement, and evaluate new approaches to victim assistance will affect both
the speed and scope of change.
o The ongoing needs/demands of victims/clients seldom diminish as an
organization goes through the change process. Personnel or program
assignments often must be adapted to accommodate the change. For example,
several victim service agencies have experienced problems when a staff
member whose primary responsibility is direct victim service gets reassigned to
focus on technology and the agency's management information systems. While
the expected outcomes are reduced workloads for everyone, the change
process requires an ongoing reassignment of that person's workload to other
staff in order to implement the change.
o Prescribed measurements of success and effectiveness resulting from new
programs or approaches often change. For example, as justice professionals
begin to develop "victim-centered" approaches to their work, the "old"
measurements of success--which have traditionally been offender-focused--
change to incorporate new victim-specific measures, i.e., number of victims
who are notified; number of victim impact statements that are solicited and
collected; amount of restitution that is ordered and collected; and the number of
inter-agency referrals that are requested by, and/or offered to victims.
INTERNAL FACTORS AFFECTING CHANGE
o Most victim-serving agencies have a clearly defined "culture" that has
emerged over time. The elements of culture, while varied among organizations,
are related to a variety of issues and practices, including but not limited to:
--Shared values centered around the provision of victim services.
--Staff relationships (healthy and unhealthy).
--Commitment to agency principles.
--Communications (both formal and informal).
--Agency policies, procedures, and protocols that define program
implementation.
--The agency's expectations of staff, and how meeting such expectations is
measured.
If a proposed change cannot be structured to adapt to an agency's culture, then
the culture must change to accommodate the change. As noted author and
psychologist Daryl Conner noted in Managing at the Speed of Change (1992),
"Whenever a discrepancy exists between the current culture and the objectives
of your change, the culture always wins."
o Staff's knowledge about new programs and approaches, and their
applications to their agency, is often varied. Efforts must focus on addressing
such "learning curves" in order to obtain an equilibrium of expertise.
o Staff turnover affects the change process, particularly when staff leave as a
result of being unable to adapt to change.
o How (or if) staff communicate on an ongoing basis figures significantly in
change processes. Agencies must incorporate formal communications
measures--such as meetings, memos, written policies, staff training, internal e-
mail, and internal agency publications, to name a few--with more informal
communications, such as conversations by the water coolers and gossip.
o If internal political conflicts exist, it is likely they will not be erased by change
processes, but exacerbated.
Historical and current expectations of individual staff members, agency
leadership, the organization, and the discipline of victims' rights must be
considered throughout the change process. Will new policies, programs and
practices disrupt staff expectations? How will the "status quo" be affected? Can
expectations grow, or will they be diminished?
o Funding can be both an external and internal factor in the change process.
The internal effects result from questions such as:
--Is this a good investment for the short- and long-term for our agency?
--Will jobs be lost or severely modified as a result of the proposed change(s)?
--Where will the initial and ongoing funding come from to support this effort?
--Why are we funding this new program or approach in the first place when
funding for existing programs and services is so limited?
o Flexibility is a key factor to change, and comprises a "two-way street" in the
context of new programs or approaches. Can the new program be adaptable to
the needs of staff and clients? Can staff be adaptable to the changes brought by
the new program? Flexibility must be facilitated as a core value of any change
proposed or sought by an organization.
OVERLAP OF INTERNAL/EXTERNAL INFLUENCES
The external and internal factors cited above can simultaneously affect change.
While there are seldom predictable patterns to factors affecting change, the one
constant is that "change is not linear." A key to controlling negative factors
affecting change, and encouraging positive factors, is to recognize the possibility
that each may exist. When planning for change, the wide range of factors that
might affect change should be identified. Furthermore, change agents should be
aware that real influences are often less significant than perceived influences,
i.e., what staff and stakeholders think might happen can be more serious than
what could happen.
Threats to Change
Threats or challenges to change emanate from two frameworks: individual and
organizational. Both are equally important to address in planning for and
facilitating change. And both are often interrelated to the point of "triggering"
additional threats that overlap between the personal and professional.
How can these threats become advantages to change managers? The answer is
quite basic: When possible threats to change are identified, validated, and
addressed in the planning and implementation processes, they can be muted or
even eliminated.
The following possible "threats" to change are based upon personal and
organizational challenges that are evident from the history of the victims' rights
discipline in America. While there are undoubtedly many other challenges to
change, this list offers a framework that is specific to victim-serving agencies.
PERSONAL/INDIVIDUAL
o What's in it for me?
--New knowledge and skills?
--Expanded career opportunities?
--Does the proposed change fit my personal frame of reference?
o How much control do/will I have through the change process?
o Will I have input into the changes affecting my job, career, and organization?
o Do I view the transformation that change will bring as viable and/or even
possible?
o Will I lose my job?
o Will my job requirements change?
o Will some co-workers have new advantages resulting from the change that I
won't have?
o How will (or will) this make my job easier?
--Is there a development curve that requires extra work "up front," with the
benefits perceived as being far in the future?
o Will our staff structure remain the same?
--Who's in charge?
--To whom do I report?
--Does "teamwork for change" equate to equal status among employees?
o Will there be significant differences in how my performance is
measured/evaluated?
o Will I receive adequate training to utilize, participate in, and facilitate the
proposed changes?
--Orientation.
--Continuing education.
--Mentoring.
--Skills building.
o Who will have input into and access to the information that, until now, has
been my responsibility?
o If specific staff are assigned to plan and implement new programs, policies, or
practices, who will assume their existing workload?
o Are there new rules for confidentiality and information sharing? If so, how will
they affect my workload?
o If the change involves technology, will that technology eliminate or diminish
the "human touch" that is core to a victim-serving agency?
ORGANIZATIONAL
o Do we really need this new program, policy, or practice?
o How are (or even are) staff motivated to accept this change, and be part of
its transition?
o Are we prepared for the introduction of this proposed change?
--Organizational readiness.
--Individual readiness.
o What are the ultimate goals and objectives of this effort, i.e. "the big picture"?
o Who is making the decisions? How difficult is it to get a decision made about
this program's application to staff, clients, the agency, and allied professional
agencies?
o Will funding for this new concept take away from funding for our existing
victim services?
o Are other victim service or allied justice agencies buying into this new
approach? Is there a need to "keep up" with allied professionals in enhancing
victim services through this approach?
o Does our agency have the collective resilience needed to maintain and/or
regain its equilibrium through the change process?
Resistance to Change
If individuals or organizations are threatened by change, resistance is a
predictable outcome. Change agents need to understand the underlying causes
of resistance in order to better prepare for and address its effects.
Common resistors to change within a victim service organization might include
the following:
o Comfort with the status quo. Staff should be expected to be comfortable with
"the way things are" and "the way things have always been," even if such
approaches are not best for them, nor the organization Any threat to this status
quo that is not accompanied by a thorough explanation and "buy-in" of how
"things could be" better through new approaches will produce individual and/or
organizational resistance. Daryl Conner (1992) cites the one circumstance that
motivates people to make and sustain a major change is "when they can no
longer afford the status quo."
o Humans are also "creatures of habit", and change often mandates changing
old habits and adopting new ones. Individual and organizational routines and
patterns are disrupted by change, and the transition to new, healthy habits can
be difficult.
o Fear. It is basic human nature to be afraid of the unknown. Fear can manifest
itself through overt expression, or covert feelings that are never articulated.
Change managers must identify and validate both types of fear, and involve staff
in increasing their understanding of known or expected outcomes and
decreasing the possibility of the "unknown" aspects of change.
o Lack of knowledge. As Peter Senge observed in his book The Fifth
Discipline, "The structures of which we are unaware hold us prisoners." The
more staff know about change, why it is needed, and what it will ultimately
bring, the less likely they are to resist it.
o Lack of time and resources. The irony of investing in new approaches that
ultimately save time, as contrasted with the initial investment of time and human
resources needed to manifest time-saving changes, is not lost on victim service
agencies. Change management works hand-in-hand with time management. As
Green Bay Packer football legend Vince Lombardi explained, "I never lost a
game. I just ran out of time on a few occasions."
o No belief in the advantages of change. Unless staff "buy the benefits" of
change, they are likely to resist or even fight it. Advantages should be defined in
both the personal context as well as the overall benefits to the organization and
its programs and services.
o Role conflict. If new programs, policies, or practices change individuals' roles
and responsibilities within an organization, then conflicts can ensue as a result.
Such changes must be identified in concert with affected staff, with their
concerns validated and addressed in a meaningful way.
o Keeping up with change. Change in victim service agencies often moves
quickly and, as such, staff must receive resources to help them keep up with the
speed of change. Included are revised policies, ongoing training, and continual
opportunities for communication about the change and its outcomes. This can
prevent "future shock," a phrase first coined by Alvin Toffler in 1965, which he
defined as "the shattering stress and disorientation that we induce in individuals
by subjecting them to too much change in too short a time."
THE "20 PERCENT RULE"
Change management consultant and author David Hutton offers the "20 percent
rule" for the types of reactions you can expect within any group of people when
they are beginning to embark on change:
A few people (say 20 to 30 percent) will quickly become committed
enthusiasts and standard-bearers for the new order. A few people (say 20 to
30 percent) will never accept the changes and will fight tooth and nail against
them. This campaign may be conducted overtly or covertly, crudely or with
style--but it will be fought.
The remainder of the group will usually go with the flow; that is, their support
(or resistance) will be more passive. They may be very vocal in supporting the
program, or any other initiative that their boss seems to favor. They may even
truly believe themselves to be very committed, but their actions will demonstrate
that they have other priorities.
No two situations are alike, but this is a typical pattern of response. If you can
see a few strong proponents emerging in key places, then the process is
working well. You should not expect more than this at first. Fortunately, a few
committed enthusiasts are all that's required to get the process started--
provided the leader is one of these. (Hutton 1997, 4)
Hutton believes the "20 percent rule provides a clue to one of the key strategies
for managing change":
If there is one "secret" that can be truly liberating for the change agent, it is this:
You do not have to spend a lot of time and effort on those who strongly resist
change. You only have to help and protect those who want to change, so that
they are able to succeed.
Put another way, the leader's job is not to plant the entire forest, row by row--it
is to plant clumps of seedlings in hospitable places and to nurture them. As they
mature, these trees will spread their seeds, and the forest will eventually cover
the fertile land. The rocks will, of course, remain barren regardless (Ibid., 5).
Typical Early Reactions to Change
Six typical early reactions to change, most of which call for some kind of
response from the change agent and/or other senior managers, are identified by
Hutton (1997, 5-7):
ENTHUSIASM AND INVOLVEMENT
Enthusiasts are the flag bearers for change--they make success possible. They
need to be nurtured and supported to ensure that they succeed, and protected
from opposition or sabotage by others. They also need to be recognized for
their contribution, and held up as a positive example to encourage others.
SKEPTICISM AND CYNICISM
Many people will at first dismiss the new initiative as yet another "fad," following
the well-worn pattern of many previous initiatives. Their disdain of senior
management's inconsistency may be barely concealed.
Some open opposition comes from skeptics. These people often exert
considerable influence over their peers because they are sincere, outspoken,
and demonstrate the courage of their convictions. However, these individuals
are not necessarily opponents--they may turn around and become the strongest
supporters if they are convinced that management is sincere and committed.
There may also be a few others, best described as cynics, who are chronic
naysayers and malcontents. These people can be distinguished from the
skeptics by the fact that they can offer no positive suggestions about what
should be done. The leader should not worry too much about these individuals-
-they have little influence because many of their coworkers find their attitude as
irritating as the leader does.
APATHY
Some employees may demonstrate complete apathy. They may ignore what is
going on and show no interest or desire to get involved in making things
better. There is no instant solution to apathy. This frame of mind is the
individual's personal choice--perhaps as a way of insulating them from a
working environment where their views don't seem to count.
When leaders encounter this reaction, they need to be patient and to keep
talking with their people, listening for the issues that arouse emotion and energy.
By taking these issues seriously and, when possible, involving these people in
developing solutions, the leader can channel this energy into useful action and
involvement.
LIP SERVICE AND BACKSLIDING
Some people will give the appearance of enthusiastic support, but will fail to
deliver. They will repeatedly miss commitments because of unexpected events
and will plead for more time. They may be apologetic, but the unspoken
message is that they have other higher priorities.
Those who give lip service but don't deliver usually belong to the middle 60
percent--those who will tend to "go with the flow." These people need to be
held to their commitments and convinced that their actions will have
consequences. As the process unfolds and the enthusiasts demonstrate
successes, the pressure to get on board increases progressively. In the end,
everyone has to face the choice of getting on board or getting out.
At the same time, management has to be listening and looking for the barriers
that are impeding these individuals. All the pressure in the world cannot make
people want to do something when they don't understand why--or make them
able to do something when they don't know how.
ANGER AND FRUSTRATION
Often, management's initial attempts to open up communications result in a
deluge of vocal, emotional, and perhaps unreasonable complaints. Managers
may be frightened by a sense of losing control--for example, if a meeting
designed to create a dialogue turns into a free-for-all.
Initial attempts to create two-way communications are often like opening a
floodgate. If someone asks your opinion for the first time in 15 years, you may
have a lot to say before you get it all off your chest.
It is important to prepare managers for their new role, including situations like
these. Efforts to open up two-way communication with employees often trigger
strong reactions. Managers need new skills to encourage employee
participation, and to channel in constructive directions the energy that is
released by doing this.
Training is usually essential; for example, in skills such as listening, accepting
feedback, encouraging diversity, and managing conflict. It also helps greatly if
middle managers first seek these behaviors modeled by top management.
MALICIOUS COMPLIANCE OR SABOTAGE
A few who are opposed to the change may follow orders in such a mechanical
and unthinking fashion that the initiative is certain to go nowhere within their
areas. Or some managers may make it clear to their people that, regardless of
what other messages they may be getting, business as usual will continue in this
department--their people are forbidden to waste time on this latest craze, but
told to "get on with their work."
Like the backsliders, these people need to be brought into line and ultimately
given the choice of buying in or getting out. This can usually be done
progressively in a way that gives the individuals concerned time to change their
minds. Occasionally, immediate decisive action will be required to prevent an
influential opponent from undermining the whole process.
The Strong Change Agent
Change may be welcome and desired. Change may be encouraged or even
forced on individuals or entities by outside forces. Change is complex and never
linear. Change disrupts the status quo. Resistance to change is common, and to
be expected.
In other words, change is challenging. And the many challenges posed by
technological changes to victim service agencies require the vision, skills and
perseverance of a strong change agent. The success of change is largely
dependent on clear and consistent leadership throughout the change process.
In the victims' rights discipline, there are nine critical elements necessary for a
strong change agent:
INVESTMENT
The future belongs to those who prepare for it. --Ralph Waldo Emerson
"Investment" in change emanates from a recognition that things can work better
if done differently; that the process of change, while difficult, will make things
for an organization less difficult in the long run; and that change is fraught with
challenges, difficulties, and barriers--all of which can be overcome if the intent
and investment are clear and consistent. Investment can also come from sudden
and unexpected events: the trauma of victimization that propels a person into an
activist role; a crime that occurs with an outcome that is not in sync with
community or social mores; or the development of new approaches that result
from exposure to practices that hold promise for victim services, support, and
assistance.
When people "invest" in a new concept or idea, they usually do so with a belief
that they can make a difference, and that their investment will result in positive
change. Their motivation may be personal, professional, or a combination of
both. Regardless of the motivation, the expected outcome of the investment is
positive change. Without investment, there can be no foundation for change.
VISION
Do not go where the path may lead; go instead where there is no path and
leave a trail. --Ralph Waldo Emerson
"Vision" recognizes that the status quo is no longer acceptable. In the pioneer
days of America's victims' rights discipline, there was a shared vision of "victim
justice" that remains today as the "new" status quo: that victims should be
afforded dignity and respect; that justice processes can be victim-centered as
well as offender-directed; and that communities as well as individuals are hurt
by crime, and need to be involved in prevention, interventions, and victim
assistance. Vision requires courage, commitment, and a willingness to consider
the "big picture" as well as snapshots of crime and its consequences.
CONNECTION
Put two minds in a room and create a third. --Unknown
There are many different approaches to preventing and responding to crime and
victimization. While victim service providers have much to offer in the way of
solutions, they also have much to gain by connecting with, and listening to, other
who share concerns about crime and victimization. Some of the most significant
successes in our nation's victims' rights discipline have resulted from
partnerships that at one time might have seemed unlikely but today are
necessary for success.
DEDICATION
Flood your life with ideas from many sources. Creativity needs to be exercised
like a muscle; if you don't use it, you lose it. --Brian Tracy in The Seven Cs of
Success
Change agents must believe not only in change, but in the hope or belief that it
can make a positive difference in the lives of victims and others who are
affected by crime. They must be willing to identify and overcome barriers to
change; provide support and mentoring to colleagues who may be challenged
by the core elements of change; and be committed "for the long haul."
KNOWLEDGE
The greatest discovery of my generation is that human beings can alter their
lives by altering their minds. --William James, Philosopher
Since the core elements of change include evolution and transformation, the
knowledge base one possesses while entering a change situation also evolves
and transforms. New information, data, facts, stakeholders, partners, and ways
of looking at things are critical to implementing and facilitating change. The
many assets of "the Information Age" ease the process of gaining knowledge on
a continual basis. Strong change agents not only seek and utilize new
knowledge but also make a point of sharing it with others involved in the change
process.
PERSISTENCE
It is not the strongest of the species that survives, nor the most intelligent, but
the ones most responsive to change. --Charles Darwin
Success seldom occurs overnight. Often, more people are resistant to change
than those who are willing to embrace it. Persistence is a key factor to ensuring
that change is neither incremental nor incidental, but permanent and productive.
PRIORITIES
Nothing will ever be attempted if all possible objections must first be overcome.
--Jules Lederer, American businessman
The process of change can equate to juggling balls, trying to keep many afloat
at the same time without "dropping the ball." Yet the "balls" of change are
seldom equal weight; some must take precedence over others. A strong change
agent establishes, shares, and maintains priorities that provide the ultimate
foundation for change.
OBJECTIVITY
Better bend than break. --Scottish proverb
When one keeps an eye on the ultimate destination, it is easy to lose sight of the
detours along the way. Rigidity is one of the potential weaknesses of change
agents. A strong change agent is always open to new ideas, approaches, and
processes that can either augment the stated goal and objectives, or revise them
in ways that are more productive. Flexibility and a willingness to diverge from
original plans are key assets for change agents.
NO FEAR
Fear is that little darkroom where negatives are developed. --Michael Pritchard
Change evokes fear in many people. A strong change agent recognizes this,
seeks to mitigate fear in others, and, at the same time, reduces opportunities for
fear through careful planning; identifying and addressing sources of fear;
involving all individuals who will be affected by the change; and providing
leadership that evokes confidence and commitment from key stakeholders.
Daryl Conner (1992) identifies thirteen essential elements for a good change
sponsor:
1. Power: the organizational power to legitimize the change with targets.
2. Pain: a level of discomfort with the status quo that makes change attractive.
3. Vision: a clear definition of what change must occur.
4. Resources: a thorough understanding of the organizational resources (time,
money, people) necessary for successful implementation and the ability and
willingness to commit them.
5. The Long View: an in-depth understanding of the effect the change will have
on the organization.
6. Sensitivity: the capacity to fully appreciate and empathize with the personal
issues that major change raises.
7. Scope: the capacity to understand thoroughly the size of the group to be
affected by change.
8. A Public Role: the ability and willingness to demonstrate the public support
necessary to convey strong organizational commitment to the change.
9. A Private Role: the ability and willingness to meet privately with key
individuals or groups to convey strong personal support for the change.
10. Consequence Management Techniques: preparation to reward promptly
those who facilitate acceptance of the change or to express displeasure with
those who inhibit it.
11. Monitoring Plans: the determination to ensure that monitoring procedures
are established that will track both the transition's progress and problems.
12. A Willingness to Sacrifice: the commitment to pursue the transition,
knowing that a price will most often accompany the change.
13. Persistence: the capacity to demonstrate consistent support for the change
and reject any short-term action that is inconsistent with long-term goals.
The Tipping Point
In The Tipping Point, a powerful book that examines the roots of social change,
Malcolm Gladwell asserts that "ideas and products and messages and
behaviors spread just like viruses do". The emergence of significant social
changes can be viewed as "clear examples of contagious behavior" that are
exposed to other people, who then become "infected" with the change
(Gladwell 2000, 7).
Gladwell examined the significant drop in crime in New York City between
1992 and 1997--a 64.3 percent drop in murders, with total crimes decreasing
by nearly half. He believes that there are three key elements that contributed to
the rapid decrease in crime (Gladwell 2000, 7-8):
1. Contagious behavior: "What happened is that the small number of people in
the small number of situations in which the police or the new social forces had
some impact started behaving very differently, and that behavior somehow
spread to other would-be criminals in similar situations. Somehow a large
number of people in New York got 'infected' with an anti-crime virus in a short
time."
2. Little changes have big effects: "All of the possible reasons for why New
York's crime rate dropped are changes that happened at the margin; they were
incremental changes. The crack trade leveled off. The population got a little
older. The police force got a little better. Yet the effect was dramatic."
3. Change happens not gradually, but at one dramatic moment. "Crime did not
taper off. It didn't gently accelerate. It hit a certain point and jammed on the
brakes."
In examining social change, Gladwell notes that "the third trait--the idea that
epidemics can rise or fall in one dramatic moment--is the most important,
because it is the principle that makes sense of the first two and that permits the
greatest insight into why modern change happens the way it does. The name
given to that one dramatic moment in an epidemic when everything can change
all at once is the Tipping Point" (Ibid. 9).
"THE LAW OF THE FEW"
Gladwell identifies three types of "change agents" who are capable of initiating
epidemics of change:
Connectors. People who--
o Have a special gift for bringing the world together.
o Know lots of people.
o Are important for more than simply the number of people they know--their
importance is also a function of the kinds of people they know.
o Manage to occupy many different worlds and subcultures and niches.
o By having a foot in so many different worlds, have the effect of bringing them
all together.
o Have "the strength of weak ties", i.e., the more acquaintances they have, the
more powerful they are.
Mavens (from Yiddish--"one who accumulates knowledge"). People who--
o Have information about a lot of different products or prices or places.
o Like to initiate discussions with consumers and respond to requests.
o Want to solve other people's problems generally by solving their own.
o Solve his/her own problems--his/her own emotional needs--by solving other
people's problems.
o Have the knowledge and social skills to start word-of-mouth epidemics.
o Want to help, for no other reason than they like to help.
Salesmen. People who--
o Have skills to persuade us when we are unconvinced of what we are hearing.
o Have strong communication skills that are often subtle, hidden, and unspoken.
o Can quickly build a level of trust and rapport.
o On some level, cannot be resisted.
Change Facilitation Techniques and Tools
USEFUL TECHNIQUES
o Articulate and demonstrate the need for change. The message and the
messenger are equally important, as both must be respected and understood. o
The need for change must be meaningful for individuals as well as for the
organization as a whole.
o Involve staff and key stakeholders in the change process. This includes the
assessment, research and development, planning, implementation, and
evaluation stages.
o Offer incentives for change. Tangible improvements for either individuals or
agencies are strong incentives for change. However, incentives of a more
personal nature--such as comp time, money, desirable titles, improved physical
working environment, etc. are also valued rewards for employees who embrace
change in a positive manner.
o Build trust and understanding. Trust must be built in three ways: (1) between
the principal change agent and other employees; (2) among employees who are
directly involved in and affected by the change; and (3) about the new program,
policy, and/or practice that is creating the change.
o Encourage negative and positive input from staff and key stakeholders. The
best way to deal with resistance is to confront it head-on. Staff who are able
and encouraged to voice negative and positive reactions to change provide
opportunities for identifying resistance, validating critical concerns, and moving
forward with input that can affect the very direction of change.
o Address uncertainty. Ambiguity is a common side effect of change. The
clearer an organization makes the change process and expected outcomes, the
less skepticism will take hold.
o Value the "front line." Regardless of the level at which change occurs in an
organization, it is likely to affect everyone in both general and unique ways. The
"front line" in an organization--which can include support staff, direct service
providers, and volunteers have important contributions to make to change
processes. They are also likely to be more vulnerable to the impact of change;
as such, special attention to their needs and opinions should be offered.
o Explain rationale for changes on an ongoing basis. Regular updates and
communications about the change process, accompanied by opportunities for
input and revision as needed, are essential to maintaining individual and
collective acceptance of change, and what it seeks to accomplish. Consistent
staff communications--including superior/subordinate, peer/peer, and
information from the outside--facilitate this process.
o Control uncertainty to the degree possible. Identifying, understanding, and
addressing internal and external factors affecting change as well as potential or
real sources of resistance enhance the degree of certainty that change is good,
and that change as planned can and will occur.
o Identify, monitor, and try to meet staff expectations and perceptions. The
outcomes staff expect from change are both self-initiated from one's personal
frame of reference, and other-initiated from influences such as co-workers or
individuals/factors outside of the organization. Regular "reality checks" of how
change is affecting employees and their work from both perspectives are
necessary to monitor, validate, and, in some cases, revise staff expectations.
Recognition of the new and often quite different equilibrium--both personal and
organizational--that change brings is key to avoiding upheaval in either people
or processes affected by change.
o Measure change and its effects on a continual basis. Strategic planning for
change should be directly linked to measures that evaluate its success.
Assessment outcomes (particularly those that differ from existing performance
evaluation criteria) should be clearly defined, easy to measure, consistently
monitored, and articulated to staff.
o Commitment and resolve are key. The commitment of the principal change
agent is not only critical; it must also be contagious. Expressed
acknowledgment that "change is difficult" should be accompanied by a resolve
to surmount any barriers to change, and to take advantage of the many
opportunities the change offers both individuals and the organization.
TOOLS FOR FACILITATING CHANGE
Staff planning and strategic planning. There are many resources available that
provide guidelines for strategic planning. For victim service organizations that
are embracing change, however, a critical key to strategic planning is the
involvement of staff and key stakeholders--at all levels of staffing and at all
levels of the planning process. "Key stakeholders" are described by the
National Criminal Justice Association as people who--
o Are directly affected by the change.
o Have the knowledge to affect change.
o Have the technical expertise to affect change.
Mark Carey, Director of Dakota County Community Corrections in
Minnesota, offers a twelve-step process for change action:
1. Gain information.
2. Provide introductory training.
3. Set up planning team(s).
4. Conduct organizational audit.
5. Determine readiness for change.
6. Provide additional, more targeted training.
7. Develop action plan.
8. Develop strategy and time lines.
9. Review and revise agency mission and outcome measures.
10. Redefine agency values, roles, supports, and expectations.
11. Review and revise job descriptions and reward system.
12. Evaluate new practices (Carey 1997).
Acknowledge problems, deficiencies, and challenges. While many potentially
negative factors affecting change have been articulated throughout this chapter,
the essential tool is acknowledgment that problems can, and are likely, to
occur. Potential deficiencies can be reduced or eliminated through early
detection, rapid intervention, and revisions in plans.
Focus groups. The use of focus groups to guide candid and meaningful
discussions about new programs, policies, and practices, and the changes they
bring, is a critical component of research, assessment, and planning processes.
Focus groups can be conducted within an agency, with external stakeholders,
or with a combination of both. This important tool provides an opportunity to
educate participants about new programs, policies, practices and related
changes; to receive feedback about participants' perceptions; and to alter the
course of the change process as needed, based upon information gained
through the focus group.
User groups. One of the best ways to measure and monitor change processes
is to conduct a group process of the "end users" of new programs, policies, and
practices. Also called joint application discovery (or JAD) sessions, user
groups unite key stakeholders whose work will be most directly affected by
proposed changes. Participants in user groups can be within one profession (all
victim advocates or all judges), cross-profession (victim advocates, justice
professionals, and other allied professionals), cross-jurisdictional (local, state,
and federal), or a combination of the above, depending upon the scope of the
new program, policy, or practice.
User groups serve a variety of purposes, including:
o Providing an educational overview of the scope and nature of the overall
project, its goals and expected outcomes.
o Soliciting feedback about the project.
o Providing essential input into how work/tasks are currently done, in order to
facilitate a vision of how it can be enhanced through ideas and insights
generated by key stakeholders.
o Identifying common factors that must be addressed in designing and
implementing new approaches, such as information sharing, record-keeping,
and program evaluation.
Pilot projects. Although change may encompass a "big vision," it is sometimes
wise to start small. The initiation of pilot projects, prior to "rolling out" more
comprehensive programs and processes, allows entities and staff to easily
identify and target problem areas, test solutions, monitor staff's adaptation to
change, and make necessary revisions based upon feedback.
Consistent assessment and evaluation. The ability to "prove success" of new
approaches and relevant changes is important to employee satisfaction, further
development, and continued funding. "Measures of success" that are identified
through the planning process, with consistent input from those whose
performance and outcomes will be measured, help facilitate the evaluation
process. A common mistake is to implement a new program with either no
evaluation processes built into the design, or evaluation that occurs once a
project is finalized or near completion.
Periodic assessments of the effectiveness of the new program or process,
employee and client satisfaction, and achievement of expected outcomes can
help agencies "trouble shoot" and build stronger involvement in and support for
the change process.
Cross-agency task forces. If a change process involves multiple agencies, the
early establishment of task forces for planning, implementation, and monitoring
purposes is an important tool. While an administrative task force can oversee
change processes at the highest levels, separate groups can address more
specific issues, such as policies and procedures, common data elements
necessary for technological applications, victim and/or offender confidentiality,
user-friendly design of forms and brochures, and so on.
Training. If an agency understands the benefits and barriers of new programs,
policies and practices--and the changes that will result--training should be
designed not only to provide basic education about new approaches but also to
address individuals' concerns. Training can be accomplished in a variety of
ways, including but not limited to:
o Orientation training.
o Continuing education.
o Use of mentors.
o Specific skills building efforts that address individual employees' needs.
Technical support. The importance of technical support in change facilitation
has been articulated as extremely important by numerous victim service
providers. Identification of experts, mentors, demonstration sites, and technical
advisors who can facilitate and support change initiatives is critical.
Information sharing. The speed at which changes occur in the victim assistance
and criminal/juvenile justice disciplines today requires that victim service
providers stay up-to-date on new, cutting-edge approaches to victim services,
justice practices, and community safety initiatives. Sessions at victim and allied
justice conferences and educational forums, victim-specific news articles, and
on-line access to new innovations are all essential to move the discipline of
victims' rights forward with the most comprehensive knowledge about change
and its many benefits for victims of crime and those who serve them.
The Challenge of Change for the Future of the Victims' Rights Discipline
Change is afoot, and most parties are resentful. --A state-level victim advocate
While much change in the discipline of victims' rights and services cannot be
predicted, there are some paths upon which this profession is embarking that
clearly require change management leadership, skills, and vision. An informal
survey of long-time victim advocates identified six key issues that will result in
significant changes in the way victim service providers conduct business:
PROFESSIONALIZATION OF THE FIELD
Numerous long-time victim advocates spoke of the need to "professionalize"
the field through standards and certification. Generally, they felt the process was
critical, but also needed to be inclusive and respectful of the many advocates
who enter this field with the primary "credential" of personal victimization. As
one eight-year advocate noted, "Some fear that 'professionalization' means we
cannot stay a 'movement' and that the experience of victimization itself will no
longer be the expertise they are fighting to have it recognized as."
HIGHER EDUCATION
The emergence from a "movement" to a "discipline" requires professionals who
have a strong educational foundation upon which to build leadership and victim
assistance skills. Several national leaders emphasized the need for victim-
specific programs in higher education. According to Ed Stout, "We need to
focus major attention on introducing curriculum on victim issues into our
universities and colleges--law schools, medical, theological, social work, mental
health, etc." Stout believes such programs must be organized in a systematic
and planned fashion. "We need to get control of the process, and not let others
make decisions for the profession and impose their wills," he said.
NEW PARTNERSHIPS
Collaborative efforts have resulted in great strides for crime victims and those
who serve them over the past thirty years. It can be argued that virtually
everybody in the United States has a stake in crime and victimization issues
and, as such, should be considered potential stakeholders in victim assistance
initiatives.
Napa County Chief Probation Officer James Rowland emphasizes the need for
"more collaboration among victim service organizations, as well as with justice
system organizations." He believes that increased interest from victim service
professionals in correctional policies and programs--including intensive
probation services and the public safety benefits and the principles and
programs of restorative justice--is vital to our collective future. Rowland also
notes that "some victim organizations oppose or fail to support education and
training programs for offenders. This is very short sighted in view of the 70
percent recidivism rate. Good programs can change (offender) behavior and
reduce recidivism."
IMPLEMENTING EXISTING VICTIMS' RIGHTS
While there are over 30,000 statutes at the federal and state levels that define
victims' rights, they are not always enforced. In many cases, remedies for
victims are non-existent. The initial "change" sought by the passage of such laws
becomes a moot point when concerted implementation is not enforced.
St. Louis City Victim Advocate Kathy Tofall believes "the priority has to be
recourse and required training, as we have attorneys and judges entering the
system who have little knowledge of victims' rights. . . . The original buy-in of
judges, prosecutors, and other administrative types disappears as these folks
move to other positions or retire. There could easily be a movement by folks
who do not embrace the history of the victims' rights movement, and choose to
accept proposed limits or restructuring of both the established rights and the
implementation/services aspects." Tofall notes that "as we enlist new supporters
to the cause, we need to focus on expanding the range of understanding of not
only the rights of victims but also how the implementation of rights has created a
more encompassing form of justice."
TAPPING TECHNOLOGY
The awesome benefits offered to victim advocates by technological advances
are simply incredible. Technology can enhance the enforcement of victims'
rights, provision of victim services; organization and case management; and
information sharing within and among entities that assist victims. Yet technology
changes with tremendous rapidity--changes that must be noted and harnessed
by professionals who assist victims.
Lori Hayes, Director of the Vermont Center for Crime Victim Services, says
the field must come to grips with the effects of technology. "I think for many
reasons the advocacy world is not keeping up with these rapid changes, and we
are getting dangerously behind," she said. "Future organizing efforts and ideas
about the skills necessary to be an effective advocate need to assume
technology skills."
CREATING THE NEXT GENERATION OF LEADERSHIP
Each one, teach one.
In the early days of the victims' rights movement, "mentoring" occurred
naturally. Victim advocates relied greatly on other victim advocates for ideas,
encouragement, and leadership. While there was no "world wide web" to
facilitate rapid and widespread communications, the number of professionals
and volunteers in the field was much less than today; at any given conference, a
large segment of the entire field could be present. Strong personal relationships
created strong professional leadership.
Ed Stout sees " a growing interest in the field from various different
professions." Yet he worries "that the focus on the next generation has been
'service-oriented' and not 'advocacy' or 'public policy' oriented. Stout notes that
"the 'old buffaloes' who had to be advocates know that the three must go hand
in hand," and wants to see "the same fire" exhibited by the "old buffaloes" in the
new generation of "buffalo nickels" today. Florida attorney Jay Howell concurs,
"We need to examine the role of advocacy in a movement that has turned into a
profession."
California State University, Fresno professor Dr. Steven Walker says, "We
need to start out simply--what are the basics of being a professional in both
criminal/juvenile justice-based and community-based victim services? What are
the commonalities?"
Respect For The Past, Vision For The Future
What is past is prologue. --William Shakespeare
Carved into the base of the statute "Future" in front of the National Archives
Building in Washington, DC, this simple statement reflects on the importance of
history in creating a vision for the future. Lori Hayes believes that "everyone in
the field needs to have a solid understanding of the history of this work."
Virtually anybody who has been in this discipline for over a decade concurs.
At the 2000 Wisconsin Victim Assistance Academy, the faculty presented a
seminar entitled "The History of the Victims' Rights Discipline, a.k.a. The Bad
Old Days." This tongue-in-cheek title gave way to a lively discussion of the
early days when, as one speaker noted, "We called ourselves a 'movement'
because we knew if we ever quit moving, we would simply quit." Quiet
reflection upon the days when victims were not allowed in courtrooms; when
"victims' rights" were an oxymoron; and when victim services were few and far
between is not only helpful, but vital to the future of this discipline. The lessons
of the past are critical to the changes of the future. And the foundation our
history provides gives strength and hope to our collective future.
Conclusion
While change may be inevitable, so are the many skills that are needed to
facilitate it. Leaders in the discipline of victims' rights and services, have "surfed
the waves of change" without drowning. Now, the challenge for the leader is to
take the information from this chapter and, combining it with personal
experiences, actively lead and guide his/her staff and allied professionals on the
change journey that lies ahead. When change is viewed in terms of opportunity-
-and not deficits--it can be embraced as a welcome and necessary process that
contributes to the very foundation of the field.
References
Carey, M. 1997. Lecture. U.S. Department of Justice Restorative Justice
Symposium.
Conner, D. 1992. Managing at the Speed of Change. New York: Villard
Books.
Gladwell, M. 2000. The Tipping Point. Boston, MA: Little, Brown and
Company.
Hutton, D. 1997. Managing Purposeful Change. .
Senge, P. 1990. The Fifth Discipline. New York: Doubleday.
Seymour, A. 1998. "Change Management." Promising Practices and Strategies
in Technology to Benefit Victims. Washington, DC: U.S. Department of Justice,
Office for Victims of Crime.
Additional Reading
Hardy, George. 1997. Successfully Managing Change. Hauppauge, NY:
Barron's Educational Series.
Harvard Business Review on Change. 1998. Boston, MA: Harvard Business
School Press.
Hutton, D. 1997. The Change Agents' Handbook: A Survival Guide for Quality
Improvement Champions. Milwaukee, WI: Quality Press.
Smith, D. 1996. Taking Charge of Change: 10 Principles for Managing People
and Performance. Reading, MA: Perseus Books